The Los Angeles County Workforce Investment Board...
Transcript of The Los Angeles County Workforce Investment Board...
Mature Worker Presentation County of Los Angeles
CWA Conference 2010
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“How to Recruit & Promote a Mature Workforce: Meeting the
Needs of Mature Workers”
The Los Angeles County Workforce Investment Board
Presents:
Presenters:
• Ted Anderson, Chair, Los Angeles County Workforce Investment Board, Mature Worker Council
• Lisa Jordan, President, Human Solutions LLC
• Maricela Quevedo, Northeast San Fernando Valley WorkSource Center
• Lisa Aradeon, Marina del Rey WorkSource Center
Training Objectives
1. Explain history & overview of role of nation’s first Mature Worker Council
2. Compare results of research project initiated by Mature Worker Council
3. Describe Mature Worker Pilot Project & it’s components
4. Identify innovative strategies for serving mature workers
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Los Angeles County Workforce Investment Board
Mature Worker Council
The Creation…
Background & History
The Challenge: • U.S. Department of Labor (USDOL)
statistics made clear U.S. workforce was aging
– Between 1998-2008, there was a 63% increase in civilian labor force ages 55+
– By 2018, predicted size of group will increase an additional 43%!
• Many organizations serving target population saw Title V as only resource for employment & training services
Background & History
Led to Joining Various Organizations Serving Seniors:
• Los Angeles County Area Agency on Aging Advisory Council (mandated by Older American’s Act)
• Los Angeles County commission on Aging (LACCOA)
• Los Angeles Private Industry Council (PIC)
Became known as Older Worker Advocate
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Background & History
Limited attention was being paid to rising population of “Baby Boomers” in workplace:
• Contacted Workforce expert to determine if Workforce Investment Board (WIB) could establish “Older Worker Council”
The Answer: YES!
Strategic Approach Action Item #1: Call on connections &
seek support! • Area Agency on Aging Advisory Council • Los Angeles County Commission on Aging • National Council on the Aging (NCOA) • Women in Film • California Commission on Aging • California Senior Legislature • Machinists Union • AARP • Director of EDD’s Office of Older Workers Advocacy
Strategic Approach Action Item #2: Seek funding for Mature
Worker Worker Council
• Early 2003, WIB provided financial support for Mature Worker Worker Council
• Los Angeles County WIB – 1st in U.S. to take such action
• Used “Council” vs. “Committee” in order to recruit members outside WIB
• Council elected to use “Mature Worker” vs. “Older Worker”
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Mature Worker Council Mission:
“To increase meaningful employment opportunities for mature workers
to achieve economic security and independence.”
Mature Worker, Staff & Employer Survey
The Results…
Background
Mature Worker Council conducted series of 3 surveys throughout L.A. County:
Survey #1: Mature Workers
Survey #2: WorkSource Center Employees
Survey #3: Employers
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Survey #1: Mature Workers Overall Areas of Concern
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Knowledge of technology
Lack of computer skills
Long-term employment
Meeting expectations/job
performance
Social acceptance
Younger Workers (ages 16-44)
Mature Workers (ages 55+)
The Survey Provides Actionable Data
Questions for Consideration: • What do WorkSource Center employees &
Employers say about Mature Workers? • What can WorkSource Centers employees do to
increase placement of Mature Workers? • What can Employers do to recruit Mature
Workers?
Next Steps: Data Collection
Survey #2: WSC Employees Perceptions of Employers
• Employers generally perceived to be neutral towards mature workers (M=2.90)*
• Positive attributes – Value maturity (M=3.53) – View mature workers as team players (M=3.45) – Value interpersonal skills (M=3.39)
• Negative attributes – Need more information about “pluses” of hiring (M=3.93) – Offer more special programs/benefits (M=2.50) – Prefer to hire younger workers (M=3.49)
*Strongly Disagree=1; Disagree=2; Neutral=3; Agree=4; Strongly Agree=5
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Survey #3: Employers
Question #27: How to Prepare Mature Workers
• Technology/computer skills (37%) • Additional training/education (17%) • People skills (14%) • Keep pace with the times (11%) • Dealing with younger coworkers/managers (6%) • Flexibility/adaptability (6%) • Professional appearance (6%) • Resume & interviewing skills (6%) • Other (17%)
Survey #3: Employers Question #30: What would you tell Companies
who are considering hiring MW? • Majority of responses were positive (75%) • Examples:
– “They are committed and flexible.” – “They are an asset to any organization. They may not
have all the computer knowledge of the younger generation, but they are willing to learn and provide much stability.”
– “You will make a good investment because we are confident, loyal, and should be treasured for our years of service.”
– “Do it. They are more tolerant and polite and more dedicated because they feel needed.”
Putting It All Together: Survey 1, 2, & 3
• Mature workers tend to be concerned about: – Age discrimination – Computer skills – Competing with younger workers – Meeting job requirements – Learning quickly – Keeping pace with coworkers – Company culture
• WSC employees tend to perceive mature workers as: – Lacking computer skills – Lacking technological knowledge – Harder to place full-time
• WSC employees tend to perceive employers as:
– Uninformed about the pluses of hiring mature workers
– Lacking special programs/benefits to attract mature workers
– Preferring to hire younger workers • Employers tend to:
– Lack targeted recruiting efforts – Believe mature workers need
training in computer skills, people skills, & flexibility
– Believe mature workers are not as easy to place
• Employers view MW as: – Ethical, loyal, & experienced – Having credibility, commitment, &
good judgment
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Mature Worker Technical Assistance &
Capacity Building Project Next Steps…
Project Summary
Project divided into four (4) major phases: • Phase 1: Development of Training Curricula • Phase 2: Training Delivery & Evaluation • Phase 3: Evaluation & Reporting • Phase 4: Technical Assistance
Training was be based on: • Mature Worker, Staff & Employer Surveys • Training Analysis • Research, data, & best practices on Mature Worker
Employment Trends
Phase 1: Development of Training Curricula
Initial Step: Training Analysis
• Learner Analysis: determine existing skill sets, current tools used, any perceived barriers/obstacles
• Task Analysis: content of training course, confirm appropriate course design & instructional methods
• Training Environment Analysis: ID training conditions, introduction of course to system, management of training process
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Phase 1: Development of Training Curricula 1. Mature Worker Toolbox • Assessment tool to determine customer’s readiness for
training participation • Series of training modules on identified topics relevant to
Mature Workers ** • Delivery of each topic is from 1 – 1.5 hours in length • Written no higher than 6th grade level
2. Workforce Professionals & Employer Training • Focused on strategies for effectively recruiting, placing &
retaining Mature Workers
Phase 2: Training Delivery & Evaluation
1. Train-the-Trainer: Toolbox Training • Two-day training • Toolkit Instruction Manual
Staff are trained on: • Implementation of pre-employment skills curricula • Effective strategies for training facilitation & problem
solving
Phase 2: Training Delivery & Evaluation
Staff are trained on: (cont.) • Demonstrating content knowledge & training skills • Developing a plan to incorporate Toolbox materials into
existing workforce development services
2. WorkSource Staff & Business Representative Training
• One-day training • Focused on increasing understanding of & ability to
address workforce development needs of mature workers
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Phase 2: (cont.) Training Delivery & Evaluation
Training Content: Combination of experiential, didactic & interactive classes reflective of multiple learning styles.
Training Delivery: Based on training analysis, staffing patterns & MW served per location.
Materials Developed
Mature Worker Pre-Employment Training Toolbox – Facilitator’s Guide
• 425+ pages • 8 Interactive
modules • 2 Bonus modules
Materials Developed
Mature Worker Pre-Employment Training Toolbox – Workbook
• 275+ pages • 8 Modules –
Activities • Bonus materials &
resources
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Materials Developed
Mature Worker Staff Resource Guide
• 180+ pages • Focused on
strategies for outreaching, placing & retaining mature workers
Materials Developed
Mature Worker Resource Guide & Mature Worker Fact Sheets
• MW resource sheet • 6 MW Fact Sheets
Additional Activities
• Development of MW articles for inclusion in local Chamber of Commerce & business-related publications
• Coordination with County’s Business Services Consultant to ensure consistent message is delivered
• Development of Speaker’s Bureau, including identification of mature worker “Champions”
• Roll-out of revised curriculum to all L.A. County WorkSource Centers
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Strategies for Outreaching to & Serving Mature Workers
Promising Practices…
Partnering for Success!
By Maricela Quevedo Northeast San Fernando Valley
WorkSource Center
• Northeast San Fernando Valley – Approximately 1000 customers per week – 74% over the age of 40 (FY 08-09)
• Center Challenges – Economic situation – Reduced budget
• Staffing • Less training opportunities • Reduced supportive services
Service Area
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• Reach out to Community Based Organizations • Co-enrollment - A common practice between the
WorkSource partners – Leverage Resources
• Collaboration / Partnerships – Senior Community Service Employment Program – Department of Aging – SER – Jobs for Progress – Department of Rehabilitation – Chrysalis – Meeting Each Need with Dignity - MEND – Pacoima Community Senior Services
Participants receive the most services available Opportunities of leverage costs between Partners that they might otherwise have to incur themselves
Partnership/Collaboration
• Participants receive the most services available • Opportunities of leverage costs between Partners
that they might otherwise have to incur themselves
Communication – key to a successful partnership
• Communication is at heart of every partnership being built at Center
Active collaboration between partners to offer a greater array of services
• Host and Attend Center / Partner Orientations
• Joint meetings • Active Participation in Community
Collaborative Committees & special events
• Follow ups
How We Achieve Success…
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• More efficient allocation of resources • Less duplication of services • Increased customer choice and satisfaction
– A reputation of providing quality services in community
– Increased number of new & returning visits to Center – Customer Satisfaction Rating currently at 90% – Growing number of employers hosting recruitments
on-site
Outcomes
Your Volunteer an employee a team member a source of information
By Lisa Aradeon Marina del Rey WorkSource Center
Jewish Vocational Services
Some Results
At the Marina, since 2006, we have: • Increased volunteer hours (6 hrs/month to 50 hrs/month). • Added 5 more volunteers (increase from 1 to 6)
– 4 active, regular volunteers. 2 for stand-by for appointments. • Added 5 more services for clients (increase from 2 to 7)
– Mock interviews, career counseling, multi-level workshops. • Our volunteers are 45 years and older with management/
HR background.
= Clients connect with employment decision makers.
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Mature Workers = Expertise Our volunteers are valuable because they: • Have a wealth of information/expertise to share with our
clients. • Have been part of hiring and firing decisions for entry
level to mid-level positions.
Our volunteers are flexible because they are: • Changing careers and want to explore options. • Used to working fulltime and want to keep working while
they look for work. • Business owners who can set their schedule. • Semi-retired. • Retired.
Assessing Needs
What do your clients need? • Advice from industry insiders? • Speaking to someone outside the system? • Additional support?
What does your volunteer need? • Why do they want to volunteer? • Why your organization? • What do they want to get out of it?
The Right Match? Spend time now to save time later Screen volunteers: phone conversation, in person casual
interview, formal application, etc. • Be realistic about your expectations. • Convey flexibility in terms of hours and type of work. • Commit to assisting the volunteer e.g. scheduling client appts. for
the volunteer. • Discuss a possible trial period. • Don’t assume they will know exactly what to do. • Give them the room to develop new services with your guidance.
** Consider inviting the volunteer to attend your Orientation, workshops, etc.
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Checking In: Evaluations
Each visit: • Verbally check in
at the beginning and end of the visit.
• Create simple feedback forms for volunteers to use (1-on-1 services, workshops, etc.)
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Checking In: Evaluations
Feedback from clients
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Checking In: Evaluations
On-going retention: your service helped my organization, my department, my co-workers, my clients, etc. Provide numbers or stories. • You practiced speaking English with my client, which
helped her get a job due to improved English skills. • You proof-read our grant application for XYZ funds, and
we received them. • Your research about this career path really helped us
create a targeted assessment for client Z. • This month, 20 people used our donated clothing. Thank
you for being part of that success. • You have helped us grow our job leads from 20 to 40 this
month, which creates more opportunities for our clients.
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Checking In: Evaluations
Yearly personalized recognition: create a card in PowerPoint or buy a card, include positive feedback from clients/staff and have staff who know the volunteer sign the card.
Log in
Create a job description and advertise. • Post ads on Volunteer Match
www.volunteermatch.org • Google other volunteer sites & post your own
volunteer ads. • Ask your volunteers to advertise through their
network.
Next Steps…
• Be familiar with legal requirements related to serving customers with disabilities
• Create an Accessible environment • Don’t be afraid to ask! • Accommodate when requested
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Call to Action!
What Can You Do Next?
• Review workshop materials again when you return to office
• Select one thing you learned today that you’d like to follow up on or implement/change & set a timeline
• Work with staff/management to make it happen!
Thank You!
For More Information:
Richard Verches Assistant Executive Director
County of Los Angeles Workforce Investment Board
(213) 738-2597 711 TTY/TRS